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Essay / Research Paper Abstract
This 23 page looks at the different models of management that have led to transformations focusing on their use in the laboratory environment. The paper bigns by looking at the work of Talyor and Scientific Management moving onto Frank and Lillian Gilbreth and then Gantt. Human relations models are also considered including the work of theorists such as Weber, Burns, McGregor, Handy and Senge. The paper argues there is no universal single model of leadership. This is especially true in situation such as laboratories or high tech environments where there is a high level of expertise with employees as well as mangers. The bibliography cites 16 sources.
Page Count:
25 pages (~225 words per page)
File: TS14_TEtransledlab.rtf
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Unformatted sample text from the term paper:
be transformed or be transformational in any area of operation. Today we can argue one area of importance is in the laboratory with effective leadership needed to achieve the desires
results. Unlike many aspects of any logical science, the science of leadership is not as logical as many other areas of science that are dealt with. Frederick Winslow Taylor used
a scientific approach when developing his theories of scientific management. Many of his idea were right, but this may be argued as process management rather than the development of leadership.
Unlike processes the concept of leadership is not as logical. It would be very attractive if the makeup of a good leader, transformational or otherwise, was as simple as a
chemical formula or recipe, knowing that some components added together would result is a specific result or style of leadership and response from employees. However, the performance of leadership is
not that simple and we can argue that in practice many styles and theories of leadership may result in transformational leadership. The term today is associated with the work
of James MacGregor Burns who defined the term and based his work on the observation of many leaders such as political and military leaders. However, if we look at the
occurrence of transformational leadership, this did not start with Burns, transformational in the workplace as a result of leadership have been occurring throughout history some of these theories are more
applicable to the laboratory environment than others. History also indicates that the different forms of leadership used to make transformation may be judged as successful or unsuccessful in terms of
the context in which they take place so that which was seen as successful in the past may not be seen as successful today. In the past the emphasis
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